Problem framing is a critical component of the design thinking process, even though it is often overlooked in practice. While significant attention has been directed toward problem-solving or solution development, the way a problem is initially defined plays a key role in shaping the effectiveness of the outcome. This paper examines how problem framing can transform an initial, often incomplete, or assumption-driven understanding of a problem into a clearer and more actionable definition. A qualitative approach is implemented, in which participants are asked to describe a real problem they experienced and then reflect on it through a structured problem framing exercise. This exercise incorporates reflection tools to guide participants in exploring underlying causes and multiple perspectives. Initial problem definitions are often narrow and influenced by unexamined assumptions, limiting the effectiveness of proposed solutions. Through guided reframing, participants can expect a deeper and more holistic understanding of the problem, uncovering root causes, considering broader human and systemic factors. This study aims to highlight the value of problem framing. It demonstrates how design thinking, supported by structured reflection tools, can help individuals navigate ambiguity, challenge assumptions, and redefine problems to better align with real needs. The findings contribute to ongoing research on problem framing and offer practical insights for improving innovation outcomes by emphasizing the importance of defining the right problem before pursuing solutions.